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SUPERVISOR Resource Guide to Onboarding
SUPERVISOR Resource Guide to Onboarding
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Introduction As a supervisor, it is critical that you make time to prepare for a New Hire’s arrival long before their entry on duty (EOD) date. Studies show that when new employee onboarding and orientation is organized and well prepared, it increases job satisfaction, performance, commitment, and retention while reducing stress! This document will guide you through the basic processes of onboarding so that your new hire is set up for success at APHIS. An employee’s initial impression of their job extends far beyond the first contact they have with you. What transpires after the first day is the onboarding experience. The onboarding experience offers a better strategic approach for your new employee’s success and provides them with a better sense of the Agency and its culture. The supervisor’s role in getting the new employee off to a good start is vital, especially since the most important relationship within any organization is the one between the employee and their immediate supervisor. The relationship generally begins with your first phone call to the employee and is most important during their first few weeks and months of employment. Some things to remember during orientation and onboarding:
• Work closely with the HR and IT Divisions to ensure a new hire’s smooth transition • Involve your Resource Management Staffs in the onboarding process for new employees • Be enthusiastic and engage the new employee • Align the new employee’s work with Agency/Program/Support Unit mission, vision, goals, and plans • Help the new employee assimilate as quickly as possible • Provide guidance to ensure proper training and development
Please understand that this guide/process is not about giving you something more to do. Supervisors are stretched thin and juggle many projects, responsibilities, and priorities. Rather, its purpose is to provide you with a process to create a more engaging and effective experience for both you and your new employee. This guide provides the tools and suggestions you need to accomplish a successful onboarding program. By attending to the items in this guide, you will create a stronger bond with your employee and ensure a shorter path to productivity for both of you. Regular contact builds rapport and provides an opportunity for you (both) to resolve any potential issues or questions before the first day of work.
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Supervisor/Manager Checklist
NEW HIRE NAME:
When Legal Selection is Confirmed Date Completed
Coordinate with MRPBS Human Resources Division (HRD) and your new hire to ensure that they complete the Onboarding System requirements. Refer to Table 1 for information on this process.
Send welcome email/letter (Appendix 1) and/or call new hire. Ensure that they understand that they will:
• Receive a Tentative Selection Notice (TSN) from HRD • Be provided logistics for the first day (time/place to meet, etc.) • Be required to provide Proof of identity for I-9 forms • Receive a link to Before you Start page • Be required to obtain two copies of their fingerprints and submit the
HRO 1197 to HRD Personnel Security. (it is recommended that the supervisor complete this form for the New hire)
*New hires located near DC/MD, Minneapolis, Ames, Fort Collins, or Raleigh can schedule an appointment to use the Live Scan machines (see Appendix 2)
*Provide new hires located outside these areas two sets of fingerprint cards and directed to a Police Station or other facility for fingerprinting. There may be a cost associated with fingerprinting. It is up to your Program to determine if you will reimburse the new hire. Fingerprints & HRO 1197 need to be sent to HRD Personnel Security in Minneapolis using UPS or FedEx with a tracking number to: 250 Marquette Avenue - Suite 410 Minneapolis, MN 55401
Maintain regular contact with your new hire by establishing calendar reminders.
Your servicing HR provider will alert you to any additional pre-hire tasks such as medical clearances, drug testing, or additional background and security clearances that may be required. It is best to get those started as soon as possible and verify that there is progress and ultimately completion.
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When the Final Offer has been Accepted Date Completed
Coordinate with HR and the new hire to establish an EOD Date. Confirm with the New hire: the date, time, location and person to meet them on their EOD.
Communicate the new hire start date with the rest of the team. You can ask the new hire to prepare a brief bio about themselves. (This is especially important for teams dispersed throughout the country).
Obtain a status from the new hire on any drug testing or medical clearances required for the position.
Solicit the assistance and support from other team members, your resource management staff or your Administrative Officer to help you welcome your new hire from the first day through the first week by assigning a sponsor or “buddy” (this is strongly recommended). For more information about sponsors, refer to Box A.
Determine how to provide a New Employee Orientation (NEO)
Develop orientation/training schedules for the new hire’s first two weeks or as workable for the group. See Box B for suggestions.
Ensure equipment (laptop, printer, mobile phone, etc.) are ordered and imaged
Prepare workspace for office employees or work equipment for field employees. See Table 3 for details standard office space or standard field equipment.
Provide as much useful information about the physical aspects of the work location such as public transportation/commuting/parking options, physical security (security gates) and local lunch options. Having more information decreases anxiety in the new employee and allows them to absorb more information on their first day.
Secure physical access for the new hire for the first day. This may mean a visitor or site badge. Each location has its own procedures.
Create an agenda for your new hire’s first few days. Plan on the new hire having NO computer access. The more structure you provide during this hectic time, the easier it is for all for a smooth transition to the organization.
Keep in contact with POCs on the workspace setup and applicable tools such as government owned vehicle, mobile phone, desk phone, desk/office supplies, laptop, fleet card, purchase card, travel card, official passport, visa, etc.
This task is ongoing until all the new hire is fully functioning
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During your new hire’s first days, help acquaint them to their new environment and team. Make the first day a compelling and valuable experience so that they can sustain that energy.
First Day – First Week Date Completed
Ensure the new hire attends a NEO Webinar, takes the Oath of Office, supplies a photo & form to LPA for “APHIS New Faces” and completes their I9 documentation.
Inform the new hire of resources found on the My APHIS Site (must have eAuth & @aphis.usda.gov email to access).
Personally welcome and introduce your new hire to the rest of the team. Distribute the new hire’s bio to the team if you have not already done so.
Have new hire complete the New Employee Emergency Contact Form
Submit Service Now (SNOW) request for 30 day Personal Identity Verification (PIV) exclusion and network access via the ATAC Portal
Provide a facility tour
Arrange a meeting between new hire and their administrative support personnel or Resource Management Staff to go over any office procedures
Update & distribute team phone or email contact lists with the new hire’s information. Add new hire’s email to applicable meeting invitations.
Meet personally with the new hire to: Introduce yourself, if you have not already and describe your position Communicate clearly job roles and responsibilities Review APHIS and Program organizational charts Provide overview of your staff and its mission, vision, values – Sell the Agency in a
positive, yet truthful way. Describe as simple as possible the importance andconnection of their work position to is meaningful and connected to the mission!
Conduct an overview of administrative items – position description, performanceplan, performance evaluation timeframes, policies, tour of duty, telework, IDPand training, etc.
Discuss expectations – open communication, confidentiality, regular feedback,cubicle etiquette, continual learning, etc.
Locate and know the answer to questions such as:
Workplace safety (e.g. fire alarm protocol, injury reporting, health clinic info, etc.) Job policies (e.g. tour of duty, overtime, comp time, telework, schedules, WebTA,
inclement weather, use of equipment, etc.) Building access for employee and visitors What is prohibited (e.g. weapons, recording devices, etc.) Other (e.g. dress code, Ethics, FOIA, Employee Assistance Program (EAP), Dress
Code, Work Life Wellness, etc.)
A list of Departmental Regulations
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14 to 30 Days after Entry on Duty (EOD) Date Completed
Confirm that the New hire has received eAuthentication and Linc Pass enrollment invitation at either their home or work email address
* If eAuth email is not received – contact ATAC at [email protected] * If Linc Pass enrollment email is not received – contact HRD PSS at [email protected]
Check Linc Pass status via the Linc Pass Tracker
Review performance expectations and issue Performance Plan (Box C). Additional information about Performance Standards is in the HR Desk Guide.
Guide and coach employee on MS Outlook, WebTA, Skype, Cisco VOIP, APHIS eVPN and other program specific software. If you are not the expert on program specific software, connect with a team member or with ITD.
Follow-up with respective teams to determine the status and or completion for access to Outlook, AgLearn, WebTA, etc.
Review training requirements and AgLearn (include required training and requesting training). A full list of required training is available here.
Check in with your New Hire about how the first week went. See suggested discussion topics.
Confirm that new hire completes their WebTA timesheet by the end of the pay period
Review the new hire’s checklist with them to address any outstanding items that need completion
Guide the new hire on tracking performance items and accomplishments. Explain which items should be a part of the upcoming 90-day performance review, at the mid-year review, and at the year-end review.
Ensure all property assigned to the new hire is accounted for per Program and/or APHIS requirements
Contact the Acquisition & Asset Management Division (AAMD) if a Government Purchase Card is needed for the new hire
Contact the Acquisition & Asset Management Division (AAMD) if a Government Fleet Card PIN is needed for the new hire or if there are any questions about Government Owned Vehicles (GOV) training or usage requirements
Contact your Program’s Federal Agency Travel Administrator (FATA) if a Government Travel Card is needed for the new hire
Contact the Travel Team within the Financial Management Division (FMD) if a Government Passport is needed for the new hire
Connect with International Services around training or medical clearance requirements or State Department guidance if the new hire will be traveling internationally
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30 to 90 Days after Entry on Duty (EOD) Date Completed
Arrange for New hire to meet other internal and external stakeholders and/or Program Leaders
Discuss, review and approve Individual Development Plan (IDP) (Box D). Direct new employee to the APHIS Career Development Center on SharePoint and review leadership competencies.
REMINDER: Check-in around days 30 and 45, with New hire to ensure they have made all Benefits decisions
Begin discussions on the opportunity of entering into a mentoring partnership
Ensure New hire has completed their Electronic Questionnaire for Investigations Processing (e-QIP). If you have questions about e-QIP contact HRD PSS
REMINDER: Give performance feedback early and often. Check-in regularly to ensure he/she continues to build knowledge to perform successfully.
REMINDER: Provide training, as needed to help your new hire understand internal systems, standard operating practices, and obtain information and skills required for their duties.
Continue to review both your checklist and the employee’s checklists to ensure you both are on the same page or timeline on task completion.
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APPENDIX 1: The Role of the Hiring Official As of August 2015, APHIS MRPBS ITD has required all APHIS computers to use two-factor authentication (2FA) for computer (desktop, laptop, Windows tablet, iPhone) access. That means that all APHIS employees need a Linc Pass and a Personal Identification Number (PIN) to gain access to their equipment and the APHIS network. This is important for the security of personal information, the personal information of USDA’s customers, and the safety of our nation. In an effort to align the requirements of the 2FA with our new APHIS employees, there have been some changes in the Onboarding process and Hiring Officials are key to the success of this process. HRD will set the EOD date and issue the Final Offer Letter ONLY AFTER the Tentative Selection Notice (TSN) has been accepted, the Information Security Awareness (ISA) test is finished, all onboarding documents are received, a fingerprint Special Agency Check (SAC) is completed and a favorable suitability determination has been made. Completion of these steps prior to the employee’s EOD ensures that the new hire can receive their eAuthentication and their Linc Pass within the 30-day grace period allowed by ITD. Hiring Official’s Role
1. Guide the New hire in getting fingerprinted either by providing them the SF87 fingerprint cards and a location (police or TSA station) to go to or help them make an appointment at a Live Scan location.
2. Provide the completion certificate for the Information Security Awareness Test as requested 3. Ensure the new hire’s fingerprints and the HRO 1197 are sent to the HRO Personnel Security Section
as soon as possible after the new hire accepts the tentative offer. An Entry on Duty (EOD) date will not be set for the new hire until these requirements are met.
4. Submit a computer/network request via the Service Now application as soon as the new hire’s name appears in the Global Address Listing (GAL). This request ensures that the new hire can obtain computer/network access during the first 30 days via a User Name and Password. After which they will be required to access via the Linc Pass & PIN or eAuth ID and Password.
5. Confirm with the new hire that they have received and responded to the registration email messages coming from eAuthentication and HSPD12 (Linc Pass). These messages are delivered 1-5 days after the new hire comes on board.
o The eAuth message will come from [email protected]. Employees need to follow the instructions in the message to Register their account in order to create a User ID and Password
o The Linc Pass message will come from [email protected]. Employees need to make an appointment to Enroll at nearest Enrollment Station
If the new hire is not onboarding through the Onboarding Application – the Hiring Manager must send them the link to complete the ISA Test via the public portal http://deliver.courseavenue.com/Login/usda If the new hire is not expected to receive or respond to Government email and therefore won’t be provided with a Government email address but does need eAuthentication access to WebTA, Concur, AgLearn or another application behind eAuthentication protections; a personal email address can be used to facilitate this.
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APPENDIX 2: The Role of the Human Resources & Information Technology Divisions Regardless of what APHIS Program or Support Unit a new hire works for, they will need to interact with employees from the Marketing and Regulatory Programs Business Services (MRPBS) Human Resources and Information Technology Divisions.
Human Resources Division will: 1. Ensure that all new hires who need a Government email address have that requested prior to their entry
on duty (EOD) date 2. Process the Personnel Action Request (PAR) within seven days of the new hire’s EOD date 3. Sponsor and Adjudicate the new hire for their Linc Pass 4. Update AgLearn with the new hire’s ISA completion date if that new hire came through the Onboarding
system or if the ISA certificate was sent to HR 5. Respond to questions sent to HR Service Providers
If a new hire is on a temporary appointment not lasting more than six months OR they will have no access to government information systems (even email on an iPhone) – they are exempt from the Linc Pass requirement. Hiring Managers should check the “NO” neither a USDA Linc Pass nor Site Badge is needed for this employee on the HRO 1197 when returning it to the Personnel Security Section.
If the new hire does not receive either the eAuthentication or the HSPD12 email messages within the first two weeks of employment, they need to check their deleted items or junk mail folders within Outlook before contacting ATAC or Human Resources. Information Technology Division will:
1. Create the Government email address in the Global Address Listing (GAL) 2. Enable the Active Directory Account for the new hire 3. Configure equipment & network access (laptop, cell phone, printer, etc.) as requested 4. Process the 30 day PIV exception forms 5. Troubleshoot issues sent to ATAC at [email protected] or through the Service Now Portal
Acquisition & Asset Mgmt and/or Emergency Mgmt Safety & Security Divisions will: 1. Troubleshoot issues related to the Linc Pass and facility access 2. Deal with workplace safety & security issues
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APPENDIX 2: Live Scan Locations & Operator List (use link for up to date copy)
https://www.aphis.usda.gov/mrpbs/hr/downloads/livescan-operator-list.pdf
APPENDIX 6: Welcome Email/Letter Example
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SUBJECT: Welcome to Our Team! Dear: Welcome to the U.S. Department of Agriculture’s (USDA) Animal and Plant Health Inspection Service (APHIS)! We are the lead U.S. Government Agency that keeps American agriculture healthy. Within our organization and through our mission, you will be able to achieve great things and know that, at the end of the day, you truly made a difference in the lives of many. I am happy you chose APHIS as your new employer. [Insert some general information about your office/branch/division within your Agency – one paragraph. If you recently reorganized, you might mention that. You might mention special recognition recently received or special programs you are doing to support USDA or the President’s Agenda]. As an APHIS employee, you are vital to shaping America’s agricultural future by helping us achieve our mission. Your success is fundamental to the Agency’s success. This is why we are committed to investing in you, in your training and development, and in your health and safety. My role as your supervisor is to ensure that you have the tools, skills, leadership, and motivation to reach your full potential in support of USDA’s mission. Welcome to APHIS! I am looking forward to working with you! Sincerely,
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APPENDIX 7: Selecting a Sponsor/Buddy Selecting a sponsor is an important step in this process. There are a number of ways to accomplish this: you can nominate someone, you can request nominations or you can request volunteers. Regardless of your method, please consider the following criteria in selecting a sponsor:
• Is a high performer in their current job
• Is a positive role model
• Understands the new employee’s job
• Understands the Agency’s mission and culture
• Has patience and good communication skills
• Has strong interpersonal skills
• Shows interest in taking on the responsibilities associated with the sponsor role
• Has the time to be accessible to the new employee
Remember, the sponsor will be part of the new employee’s life for a year or more, so it is important to choose this person with care. You will also want to check in with the Sponsor regularly to ensure that have what they need to be successful. Ask for feedback at the end of the program to determine how to improve the program. The USDA has created a Sponsor Guide and an AgLearn course entitled “USDA Sponsor Onboarding Training” to provide more information on the sponsor’s responsibilities.
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Note: These tables are for the supervisor’s information & reference.
TABLE 1: Pre-Employment Paperwork/Tasks - Collected by Onboarding System* - Please note that items marked with an asterisk* will be collected outside the Onboarding system.
PRE-EMPLOYMENT FORMS STEP 1 OF-306 (Completed by the applicant with signature in block 17A)
Information Security Awareness Test
STEP 2 Original Official Transcripts * DD-214, Certificate of Release or Discharge from Active Duty that includes the nature of the
discharge, (e.g., Honorable) SF-15, Application for 10-point Veteran Preference OF-178, Certificate of Medical Examination (if required) AD-349, Employee Address SF-1199A, Direct Deposit Sign Up Form W-4 (Federal) Tax Form State Tax Withholding SF-256, Self-Identification of Disability SF-181, Race and National Origin Identification Drug Testing (if applicable) * SF-87 Fingerprint Cards or Live Scan Fingerprints and HRO 1197Form
TABLE 2: Day One Paperwork - The Oath of Office and Day One paperwork is typically handled by the Administrative Staff within your Program.
In order to meet the requirements related to e-Verify, the I-9 documents must be returned to HRD in Minneapolis no later than three (3) days after the new hire’s reporting date. If you are unsure of who this may be, please contact your Onboarding Point of Contact.
FIRST DAY FORMS There are instructions in both the email and congratulatory letter sent to selectees stating that these forms are not to be signed until prompted to do so during orientation. Appointment Affidavit (SF-61)
Employee Eligibility Verification (Form I-9)
New Hire Gallery on APHIS Portal
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TABLE 3: The Workspace It is important to identify a workspace and/or required field equipment. This is very important for a positive orientation experience.
PREPARING THE WORKSPACE Date completed Identify a workstation, clear out old equipment, and install a nameplate Acquire filing cabinets Harmonize keys for filing cabinets, office cabinets, and drawers
Work with APHIS Remedy to: Request computer equipment and network/email account Image computer Set up telephone, docking station, monitor, and access to a printer
Office Supplies: Provide the standard office supply package prior to his/her arrival, including
but not limited to: • Pens/pencils/highlighters • Pencil holder • Notebook • Sanitary phone wipes • Sticky notes • Stapler/staples • Paperclips • Tape dispenser • Chair • Trashcan
Field Equipment: For employees who won’t be located in a traditional office space:
• Keys to the GOV • Mobile Printer (copy paper/ink) • Personal Protective Equipment (PPE) • Mobile Phone Charger • Gloves • Waders • Field Glasses
Provide relevant documents, including the organizational charts, phone lists, and a printout of your program’s mission, values, and values, if applicable.
Provide welcome note
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BOX A: The Importance of Sponsors
BOX B: Orientation Schedule
A sponsor is a co-worker that will help your new employee learn the ropes during their first year. They collaborate with a new employee during his/her first year of employment to offer guidance and advice that help foster and promote the skills and professional development of a new employee. They are a critical peer link and an essential part of a new employee’s early employment. Duties:
• Sponsors help employees feel welcome and reduce anxiety. • Project a positive perception of the USDA and the employee’s new staff. • Help create a bond between the new employee and the USDA. • Help ensure understanding of the structure, culture, policies, procedures, and practices of the USDA. • Support new employees during their first year of employment.
Once you have identified your new employee’s sponsor, it is important that you communicate your expectations and provide them with a copy of USDA’s Sponsor Guide to assist them in taking on this
Suggested meetings and activities to welcome your new employee: Day 1
• Arrange a tour of the building • A meeting with you
First Week
• A meeting with the Unit Director (if it’s not you) • A meet-and-greet with your team • Meeting with respective administrative personnel to discuss office policies and procedures, T&A’s,
purchase requests, travel, etc. • Staff meetings and other meetings pertaining to new employee’s work.
First Month:
• Continue with staff meetings and other meetings pertaining to student’s work • Any critical/mandatory training
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BOX C: Within the First 30 Days
BOX D: Within the First 90 Days
WITHIN THE FIRST 30 DAYS: During the first 30 days, you want to meet with your new hire several times to review the expectations of the Agency, their expectations, to discuss progress and to continue efforts toward integration into the Agency. See suggested discussion topics During this time, you should: 1. Discuss the employee’s initial experience and how is it matching their expectations 2. Discuss any of the employee’s concerns or issues 3. Review progress toward initial goals 4. Create & discuss a performance plan/performance standards 5. Identify any additional training needed 6. Identify any upcoming opportunities to meet with key individuals 7. Answer any questions
WITHIN THE FIRST 90 DAYS: The goal is to provide guidance and feedback to ensure continued success and to make plans for their future with the Agency. The items on this list are not mandatory. During the first 90 days, you will want to meet with your new hire several times to: 1. Discuss experiences and their alignment with his/her expectations 2. Review progress toward initial goals and adjust if necessary 3. Discuss any of his/her concerns or issues 4. Provide feedback on the intern’s performance to date and solicit feedback from the employee 5. Answer any questions 6. Solicit feedback about the onboarding process and their suggested changes. (Provide this information to
Human Resources.) 7. Discuss the career planning philosophy at the Agency and employee level 8. Discuss and approve Individual Development Plan (IDP) 9. Discuss and identify a mentor
HR Processing-----------Process
Accession in EmpowHR
Add Govt emailinto two (2)
EmpowHR fields
Personnel Security------------Sponsor
Employee in EmpowHR
Employee receives HSPD12 Invitation for
Linc Pass ENROLLMENT
Employee establishes eAuth User ID & Password. This action “enables”
EEMS allowing other applications to become/remain active
Employee’s Enrollment appointment
Employee receives HSPD12 invitation to
ACTIVATE their Linc Pass
HR Personnel Security ----------
AdjudicatesEmployee in EmpowHR
Linc Pass is printed and is sent to the
Credentialing Centerto be checked In
HRD needs: Fingerprint Cards/Live Scan
HRO 1197Resume
TranscriptsGovernment Email Address
AgLearn
WebTAContact HR
Systems Access to have
EIN added
EEMS(eAuth Portal)
US Access(Linc Pass)
ConcurContact FATA to have EIN
added
EIN Needed for Access
Employee Personal Page
(EPP)
At the Activation appointment the
Employee is provided with their
Linc Pass card
Hiring Manager Fingerprints/Live
Scan and HRO 1197
are sent to HRD Minneapolis
MN
Hiring Manager completes IT
requirements for network/
equipment access by creating a
SNOW request
Hiring Manager directs New Hire to:
(1) obtain Fingerprints via the fingerprint card or Live Scan
(2) take the ISA Test either via the Public Portal
ISA Completion recorded in the
Portal and certificate uploaded
into USAS Onbording
ITAssociate Linc Pass with
AD and Equipment
AAMDAccess to Facilities
HRDAlerts ITD of all New Hires with completed
ISA Training and requests creation of email address & AD
accounts
When Email is available in the GAL
Employee completes all tasks within the Onboarding Application
HR ClassificationReview &
Approve PD
HR StaffingCreate & Post VacancyRank/Rate Candidates
Create CertificateApprove Selection
Hiring Manager makes Selection &
establishes Entry on Duty (EOD) date with
HR Staffing
Employee receives
the eAuth Invite
After Hire
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Typical Hiring Timeframe
- Note: Helping the New hire navigate through the fingerprinting process by knowing when and where fingerprints can be done as well as having cards on hand can speed up the Onboarding process significantly
